Q: What originally drew you to this construction industry?
I grew up in construction. Most of my summer jobs through high school and college involved working in construction, doing everything from driving equipment or installing and hanging drywall, to just pushing a broom for $5 an hour.
Q: How has your definition of success evolved over the course of your career?
Anyone early in their career will probably define success by getting to the top, but as you get older—and hopefully a little wiser—it becomes more about who you help to get to the top alongside you.
Q: As President of Development & Construction, how do you define success—beyond delivering projects on time and on budget?
Oddly enough, I’ve rarely defined a project’s success by timelines or budgets. Those are short-term wins, realized only momentarily, and you move on. To me, it is about long-term success—the project is still performing two, five, ten years after its completion.
Q: What differentiates DLP’s development strategy from others in the market today?
What differentiates DLP is our ability to stay opportunistic and figure it the heck out. We are not locked into specific projects or product types. That variability allows our teams to have traditional multifamily, single-family, RV parks, destination resorts, land sales, and several other real estate market sectors actively in development and construction.
Q: How do you approach risk management in today’s construction environment?
We stay adaptable, with multiple phasing opportunities and exit scenarios. There will always be unknowns that arise. The key is having a plan in place for “what if” scenarios. That preparation allows us to pivot without losing momentum.
Q: What macro trend in development or construction do you believe leaders must be prepared for in the coming years?
I think trends come and go. Leaders, not just in development and construction but all markets, must focus on the fundamentals. No matter the market, it’s important to remember that this industry always boils down to people: your teams, your residents, and the communities you are shaping—now and for future generations.
Q: Where do you see the biggest opportunity to elevate DLP’s development and construction strategy?
Right now, we’re focused on exploring opportunities that utilize park models and manufactured housing as a solution to deliver more attainable housing opportunities in regions where traditional development may have otherwise been too costly to bring to market. With our in-house dealership, Dream Camp Homes, we can source homes directly from the manufacturers, further reducing costs and availability constraints.
